Both people and organizations differ and that is why there is no single effective management and cooperation strategy. The key to managerial effectiveness is the awareness of one’s managerial style – both the strengths the limitations – and learning to have a positive influence on others. Our training consists in working on individual managerial competencies, while taking your personality profile into account, so that you can grow by using your best resources without falling back into old patterns.
Has an employee ever left your company despite claiming loyalty and commitment? Are you getting tired of conflicts in your team or low motivation to work and wondering how to evoke commitment and the right attitude? Or maybe your team is expanding and you do not have as much time to get to know the employees, their motivations and needs, and you are searching for a solution on how to work with different personalities and develop individual co-workers?
The managerial Leader’s Everest training helps to understand various personalities, while giving an answer to questions why do people do what they do, say what they say or make certain decisions. Working with personality profiles helps to define what kind of support or cooperation style each person needs from their manager (which usually differs from the manager’s), in order to maintain a high level of engagement, how to foresee misunderstandings and respond to them constructively.
greater awareness of your strengths and weaknesses in the context of managerial competencies, including delegating, support, ensuring compliance with standards, competencies development etc.
understanding how others can perceive you and why
developing an action plan to develop competencies
delegating
providing support
ensuring compliance with standards
rewarding
communicating with employees is important but we focus on how a manager with a specific DISC profile may naturally communicates with their employees, what their strong suits and limitations are, what they should pay attention to while interacting with people with different DISC styles;
managers are supposed to delegate, but we focus on what elements of delegation they will find easy (considering the DISC D3 profile) and what will constitute a challenge and how to overcome it, etc.
the manager has to give feedback but what we focus on is how often, in what form should it be done while taking your behavioral profile and an individual employee’s profile into consideration.
the DISC D3 Model
Team analysis
Identification of key behaviors (starting point for recruitment and employee competencies development)
Reacting to difficult behaviors
Team meeting scripts
Why do some people take the initiative and others act reactively, why do some of us focus on possibilities and others on problems? Why are you getting on with some like a house on fire and working with others is a real challenge? Are employees’ behaviors measurable and can they be predicted?
DISC D3 surveys are not only a scientific behavior model and a psychometric tool intended for use in any HR process, but also a philosophy of cooperation and an approach to human beings.
Our management team appreciated the sensitivity of the DISC D3 tool in diagnosing the potential of individuals and the whole team. We are different, hence acceptance, understanding of this diversity is important for the team to work effectively and achieve a common goal.
We use the EFFECTIVENESS tools in our recruitment processes, projects aimed at talent development and career path selection, development of leadership competences and enhancing the quality of teamwork. What we particularly appreciate about our relationship with EFFECTIVENESS is that it is not limited to the purchase of a product or the certification training received. This cooperation is a valuable exchange of knowledge, experience with a great understanding of the client’s needs and business processes.
With EFFECTIVENESS, we carried out a collaboration on the use of DISC D3 competence tests in internal communication and recruitment. I use the knowledge from the DISC D3 survey as a starting point for preparing a strategy with tangible results for the whole company. The professional support at every stage of cooperation, including openness and attentiveness to the client’s needs, deserves recognition.
EFFECTIVENESS carried out a 360 Indicator diagnosis for us in conjunction with the DISC D3 competence survey. The results of the research project have helped us to define what our strengths already are, what values guide us, and in which direction we want to develop. And, in addition, they have become the starting point for carrying out further activities for the development of leadership competences and even better teamwork. I appreciate the EFFECTIVENESS team for their promptness, attentiveness to our needs and flexibility in their approach to achieving their objectives.
EFFECTIVENESS carried out DISC certification for our HR department and is the provider of this tool for diagnosing competences in our organisation. Working with a model helps us to better understand ourselves and those we work with, to communicate in a way that respects each other’s needs. In addition, the DISC analysis helps to define the strengths of individual employees, the values they bring to the team and what support each of us needs from others to become a stronger team.
The sensitivity of the tool and the practicality of its application in everyday collaboration was experienced by our HR team during the DISC D3 certification and subsequently by other teams in the company, whom we invited to participate in the ‘Power of Differences in Teams’ project. We would like to thank the EFFECTIVENESS team for their promptness and flexibility at every stage of the collaboration.
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